Cross-Cultural Negotiating: A Japanese-American Case Study from Higher Education

Abstract

Th is article discusses a cross-cultural negotiation process between a new Japanese university and an established American university to create a joint business venture -a dual-degree program. Th e parties failed to sign a contract, and there were indicators during negotiations pointing to the likelihood of a failed outcome. Negotiation style convergence was evident, with the Japanese adopting an erabi ('either-or') style and the Americans an awase ('more-or-less') style. Th e 7-Step framework used to structure the negotiation discussion may be better suited to analyzing Japanese negotiation processes than American. Th e implications will be of value to Japanese and American/Western businesspeople or educational administrators involved in joint venture-type negotiations.

The influence of Indian culture on negotiation from a French perspective

“…The challenges surrounding intercultural negotiations have prompted the development of research aiming to offer prescriptive advice to practitioners (Prestwich, 2007; Wunderle, 2007; Brett and Okumura, 1998 and among others). Negotiation objectives, processes and outcomes, as well as the behaviors of negotiators, have all been correlated with a number of cultural norms and values (Hall, 1976; Hofstede, 1991, 2001; Schwartz, 1994, 2014; Trompenaars and Hampden-Turner, 1993, 2004; House et al , 2004).…”